Behavior that provides guidance, support, and corrective feedback for day to day activities

Strategic Leadership (Leading)

behavior that gives purpose and meaning to organizations, envisioning and creating a positive future

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5 Sources of power of leadership

legitimate power

reward power

referent power

coercive power

expert power

Legitimate Power

The authority to tell others what to do, employees are obligated to comply with legitimate orders.

Useful Leadership Characteristics

drive

leadership motivation

integrity

self confidence

knowledge of the business

Trait Approach

a leadership perspective that attempts to determine the personal characteristics that great leaders share

Reward Power

Power to influence others because of control over valued rewards

Task Performance Behaviors

actions taken to ensure that the work group or organization reaches its goals

Group Maintenance Behaviors

actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group

Behavioral Approach

a leadership perspective that attempts to identify what good leaders do -- that is, what behaviors they exhibit

Referent Power

power based on identification with a person who has desirable resources or personal traits.

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Expert Power

power that is based on special knowledge, skills and expertise that a leader possesses

Coercive Power

power that stems from the authority to punish or recommend punishment

Fiedler's contingency model of leadership effectiveness

a situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation

Hershey and Blanchard's Situational Theory

A life-cycle theory of leadership postulating that a manager should consider and employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important

job maturity

the level of the employee's skills and the technical knowledge relative to the task being performed

*Ability

Psychological Maturity

an employee's self-confidence and self-respect

*Readiness

4 kinds of leader behavior according to path-goal theory

directive leadership

supportive leadership

participative leadership

achievement-oriented leadership

2 situational factors according to Path-Goal theory

Personal Characteristics of Subordinates:

- perceived ability

- locus of control

Environmental Characteristics of the workplace:

- task structure

- authority system

- nature of the work group

Vroom Model

a situational model that focuses on the participative dimension of leadership

*assesses the situation before determining the best leadership style

Q: All leadership models suggest that the leader can change their behavior except for which one:

- Hershey & Blanchard's theory

- Fiedler's contingency theory

- path goal theory

- vroom model

Fiedler's Contingency Theory

Transactional Leader

Leaders who manage through transactions, using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered

Transformational Leader

A leader who motivates people to transcend their personal interests for the good of the group

Leader-Member Exchange (LMX) Theory

highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis

Participation in Decision Making

leader behaviors that managers perform in involving their employees in making decisions

Autocratic Leadership

a form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group

Democratic Leadership

a form of leadership in which the leader solicits input from subordinates

laissez-faire

A leadership philosophy characterized by an absence of managerial decision making

Situational Approach

leadership perspective proposing that universally important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation

Task-motivated Leadership

leadership that places primary emphasis on completing a task

relationship-motivated leadership

leadership that places primary emphasis on maintaining good interpersonal relationships

Path-goal theory

A theory that concerns how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals.

substitutes for leadership

factors in the workplace that can exert the same influence on employees as leaders would provide

Charismatic leader

A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers

Level 5 Leadership

a combination of strong professional will (determination) and humility that builds enduring greatness

Authentic Leadership

a style in which the leader is true to himself or herself while leading

Pseudo-transformational leaders

Leaders who talk about positive change but allow their self-interest to take precedence over followers’ needs

Servant-leader

a leader who serves others needs while strengthening the organization

Bridge leaders

A leader who bridges conflicting value systems or different cultures.

Shared leadership

Rotating leadership, in which people rotate through the leadership role based on which person has the most relevant skills at a particular time.

Lateral Leadership

a style in which colleagues at the same hierarchical level are invited to collaborate and facilitate joint problem solving

vision

A mental image of a possible and desirable future state of the organization